In this McKinsey report, Jonathan Emmett, Asmus Komm, Stefan Moritz and Friederike Schultz define the concept of “employee experience” (EX) design. By applying design thinking to the employee “journey,” the authors lay out a detailed program of the steps involved in elevating and customizing your workers’ path within your organization and corporate culture. The end result is greater employee energy, engagement, purpose and loyalty in a changing workplace.
Companies can address the retention crisis by designing a high quality Employee Experience (EX).
When the pandemic began in 2020, McKinsey conducted a survey of nearly 1,000 working people. It found that exhausted employees were leaving their jobs due to unmet psychological needs for “trust, social cohesion and purpose.”
To improve employee morale and performance, companies can redesign their Employee Experience (EX) by focusing on “moments that matter” in an employee’s “journey.” Employees who enjoy a positive employee experience have 16 times the engagement level of employees who have negative experiences. Companies that personalize their EX systems achieve the best outcomes.
A tailored EX can respond to these workplace changes by offering employees greater flexibility and responsibility. An organization’s EX defines its culture and who it is. The three core areas companies must address are their employees’ social, work and organizational experiences. Overall, resolve these nine elements:3
Jonathan Emmett is an associate partner in McKinsey’s New Jersey office, Asmus Komm is a partner in the Hamburg office, Stefan Moritz is a senior expert in the Stockholm office and Friederike Schultz is an associate partner in the Berlin office.